Women Managing for the Millennium
Originally published in 1998. A practical, positive and forward-thinking guide for women managers who want to capitalize on the new ‘cooperative’ ways of working in the organization of today – and the future.The 90s are proving a significant time of change in the world of management. Organizations are increasingly having to look at new ways of working, as the new management philosophies of success stress cooperation, teamwork, motivation and encouragement (‘feminine’) rather than the old ways of command and control (‘masculine’).What do these changes mean for women in the workplace? In what ways are women’s methods more suitable than men’s to the new management style? How can women make the best use of their qualities and apply them successfully?Sally Garratt addresses all these issues and more in a practical and positive guide that will help women managers and directors make the most of their capabilities as organizations approach the new century.
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First published in paperback 1998
Copyright © Sally Garratt 1998
Sally Garratt asserts the moral right to be identified as the author of this work
A catalogue record for this book is available from the British Library
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Source ISBN: 9780006386773
Ebook Edition © APRIL 2016 ISBN: 9780007483068
Version: 2016-04-27
To all those women managers who;
in the past, have paved the way for the rest of us;
in the present, are reaping the benefits of that pioneering
work and taking it forward;
and, in the future, will recognize the contribution of
previous generations and be able to realize for
themselves our dreams and hopes for fulfilling,
challenging and balanced lives.
And to:
All the men who are working for a world where diversity
is valued and where each individual’s skills and talents
are used and appreciated.
CONTENTS
PART ONE: HOW DID WE GET HERE?
Women at Work: The Way in, the Way up and the Way Forward
Attitudes of organizations and managers
Lack of career guidance and career goals
Family pressures and expectations
Role models, coaches and mentors
Courses and outside activities
PART TWO: MANAGING FOR THE MILLENNIUM
The 21st-Century Manager: The Shape of Things to Come
How could training and development for women managers be improved?
Do women need to compromise to succeed in a male-dominated corporate world?
The role of women in the world of work, and the consequent impact it will have on corporate cultures, is at a crucial transitional point as we approach the Millennium. How organizations respond will determine to a large extent the future of business and the economic success of the nation.
The world of work is undergoing a significant transformation and is learning, through necessity, to manage that change. Organizations of all sizes are rethinking not only how they are structured but, above all, how they are run and what types of directing and managing styles are appropriate.
Growing recognition and acceptance that women bring different and unique talents to the workplace has resulted in women making remarkable headway in organizations during the latter years of this century. That awareness must now be taken a step further – by fully integrating men and women within corporate cultures – so that organizations may reap the benefit of the combination of both sexes’ abilities and qualities.
First, the statistics: all indicators point to significant changes in the future composition of the working population of the United Kingdom. Social Trends 27 – the 1997 edition of the annual survey of life in the UK published by the Office for National Statistics – reports that, by 2006, the number of full-time jobs is not expected to show any significant increase or decrease, but that the existing trend for more part-time and self-employed workers is likely to be reinforced.
It is anticipated that, by 2006, women will account for 46% of the entire workforce; and of the additional 1.4 million people expected in the workforce, 1 million will be women. The number of part-time workers is set to rise by 10% and those in self-employment by 25%. Traditionally, women are more likely to be in part-time work, but that trend, too, is changing. Between 1986 and 1996, the numbers of women in part-time work rose by 17% to 5.3 million, but the number of men doubled to 1.2 million. Social Trends 27 also reports that, in 1995, the UK had a higher proportion of people working from home than any other EU country, with 30% of males and 25% of females working at home for at least part of the year.
If these statistics are borne out, then the number of women within all spheres of the workplace will increase dramatically and the nature of organizations will undoubtedly change. As modern companies recognize the need to be people-oriented and family-friendly in order to move forward and succeed, they will need to build on the ‘feminine’ characteristics which complement the ‘masculine’ traits that have traditionally typified corporate cultures. The workplace would then not drive women away, but become much more attractive to them.
